Regardless of whether you work in recruitment, HR or are a business owner doing the hiring yourself, a crucial part of the process is conducting interviews. When interviewing candidates you have limited time to cover a significant amount of information, so preparation is key. Here are nine tips on how to conduct an interview effectively and efficiently.
The first consideration in terms of how to conduct an interview is to consider the location, as it plays a pivotal role in the interview’s effectiveness. A quiet place will allow you to connect with a candidate without distractions, and unless colleagues will be included, it’s recommended you hold it in a location where you can maintain a private, one-on-one conversation. That way, the candidate won’t feel pressured by people nearby who may overhear them!
If your business is located in a traditional office space, make sure you reserve the interview room as soon as possible. For more relaxed company cultures, you may want to conduct the interview in a causal setting like a lounge area or in an off-site cafe. Make sure everything is organised beforehand to ensure an effective experience, which will leave the candidate with a good impression of your busine
Interview questions can help to give insights into a candidate’s credentials, but also help with workforce planning, business productivity and HR management. Interview questions should be based on the job requirements and the candidate’s CV. The number of questions depends on where your candidates are at in the interview process.
Open-ended behavioural interview questions allow candidates to elaborate on their experience and skills, display their ability to tackle challenging topics, and help you assess their critical communication and thinking skills. Questions should also cover cultural fit and their ambitions.
Questions should also be legal as asking questions that may disadvantage people could amount to discrimination. According to the Australian Human Rights Commission, interviewers should not seek unnecessary and potentially discriminatory information from applicants.
One of the most important things when planning how to conduct an interview is to take the time to carefully review each candidate’s cover letter and resume before the interview. This will help you prepare the right questions, guide the conversation, and gain better insights into how well the candidate’s experience and skills match the job on offer. It’s also important that you don’t form any preconceived opinions or ideas about candidates’ suitability for the role. Try and keep an open mind and give candidates a fair chance. During the interview, encourage conversation by asking the candidate to elaborate on some of the detail in their resume and clarify any unusual job titles, “job hopping” or employment gaps
You are looking for the best candidate to hire, but your candidates are also looking for the right organisation and the right role . Hence, start the interview by building rapport with the candidate to make them feel more comfortable. You should then give a short introduction to yourself, the company and the role you are hiring for.
Avoid giving generic, unstructured information. Instead, bring the opportunity to life for the candidate by discussing the company’s purpose, objectives and culture. Explain how the role has evolved, why it’s important to the company’s objectives and purpose, and what a typical working day might look like. Ultimately, you want them to feel excited about the role and be able to picture themselves in it.
Your candidates will probably already know about the role’s remuneration details, but it’s also worth mentioning any company perks like additional paid leave and discounts on health and wellbeing services.
At the end of the interview, explain how to the process will work. Depending on the size of your organisation, several interviews may be required, including with management and senior leaders.
During the applicant assessment process, organisations often assign applicants one or more standardised tests. These can measure a wide range of variables including reasoning, emotional intelligence, reading comprehension, personality traits and problem-solving ability. Background checks are also often required to verify criminal records, employment history and eligibility. The candidate should be alerted that this will happen.
When considering how to conduct an interview, it’s important to remember that it’s a two-way street and the candidate should be given the opportunity to ask questions. They can include asking about job challenges, future promotion, pay increases and work/life balance. So, you should be prepared to answer them truthfully and succinctly.
A group interview is an interview technique where several candidates are interviewed simultaneously for similar positions. They are best used when you need to find a large number of employees quickly.
Typically, you would pose hypothetical problems to the group as well as group activities that require the candidates to work as a team to find a solution. This technique allows you to observe the candidates’ interactions and how well they work as a team. Group questions will also allow you to observe candidates’ soft skills such as problem solving and interpersonal communication
Video job interviews are a popular choice, particularly with the challenges of COVID. However, they do require preparation. Ensure your candidate has an agenda, knows who will be involved, and instructions on the video conferencing platform. The interview should be conducted in a room with a door you can close it to avoid interruptions. To make a good first impression, turn off phone alerts and ensure you’re well lit and well framed. And check your audio!
As in a face-to-face interview, use your body language to show genuine interest in the candidate’s answers. And before asking a new questions, take a slight pause to ensure the candidate has finished talking.
When you are planning how to conduct an interview, the last important tip is to follow up with candidates. Even if you decide you will not move forward with them, you should still let them know. Ideally, you would send an email explaining what they did well and why you made your decision. Following up shows that you respect their time and effort. It will also ensure you’ve created a positive candidate experience and enhanced your organisation’s reputation.
Once you’ve made your decision, a phone call is the best way to alert successful candidates of the good news. At this stage, you might be extending them an offer or scheduling in the next round of interviews.
Knowing how to conduct an interview is a critical part of the recruitment process. Up-skill in your current role or gain insights into finding the right candidates for your organisation with our HR and recruitment courses.
Ideal for return to work coordinators, rehabilitation managers and HR managers, a return to work coordinator training course will provide you with the knowledge and skills you need to manage rehabilitation or return-to-work programs for an organisation.
In our Certificate of Rehabilitation and Return to Work Programming course you will learn how to analyse, process and dispute claims; consult with medical professionals; undertake risk analysis; and understand breaches of return-to-work programs.
You will also gain insights into how to design a rehabilitation and return-to-work program, including job redesign, reduced hours and alternative duties. You will also gain an understanding of legislative requirements, including safe work practices, how to use appropriate terminology and the correct documentation of client information.
Outcomes achieved by undertaking return to work coordinator training include:
And more!
A Return to Work (RTW) program is a framework that supports an individual to return to work after a work-related injury. Each state has different legislation and regulations to guide employers, workers and other stakeholders through this process.
When someone is returning to work, there are several parties involved, all of whom have a part to play in assisting the injured worker. This includes employers, doctors and other health professionals, insurers, rehabilitation providers and, of course, the worker themselves. A safe return to work is more likely to be successful when the worker takes an active part in the planning for this outcome.
As you will learn in our return to work coordinator training course, the responsibilities of each stakeholder involved in the return to work process include:
They should actively contribute to their own return to work planning and participate in treatment and rehabilitation. They should also communicate openly and honestly with insurers and their employers to keep all parties informed and make a reasonable effort to return to work when possible, even if this means performing alternative duties.
They are responsible for reporting the incident in which the worker sustained an injury, and initiating the claim with the insurer. Employers are tasked with providing rehabilitation to the worker and assisting them to return to work as soon as possible, even if a claim has not been fully processed. The employer should also offer support to the worker, empathising with their position and encouraging them to return to work as soon as it is safe to do so.
This role may be performed by an employee if the organisation doesn’t require a dedicated Rehabilitation and Return to Work Coordinator. They are responsible for coordinating the worker’s return to work, liaising with the worker to ascertain the extent of their injuries, consulting with the worker about suitable duties and ensuring their work remains within these parameters, and liaising and communicating with other stakeholders including the employer and insurer.
These differ by state (for example, in Queensland, they are called WorkCover Queensland) and responsibilities include assessing claims and deciding on compensation, financial entitlements and ongoing benefits, as well as coordinating the rehabilitation and return to work plan for the injured worker.
These are tasked with assisting in the ongoing clinical care of the worker in terms of assessing and treating their injuries. They are also responsible for completing a Work Capacity Certificate and providing medical advice to the worker, their employer and the insurer.
This person may be engaged by the employer or an insurer to provide assistance with injury management, including developing rehabilitation, injury management and return to work plans, providing workplace assessments, and liaising with the medical practitioners involved.
When undertaking return to work coordinator training, you will learn about rehabilitation and return to work plans. This is a document that outlines both the rehabilitation objectives for a worker and the steps that must be taken to achieve these objectives. The insurer is responsible for formulating this plan in consultation with medical practitioners, the worker and the employer.
The rehabilitation and return to work plan should include:
All stakeholders should sign and date the plan.
Injury management programs in workplaces are designed to promote sustainable employment outcomes for individuals who have experienced an injury. These programs are an effective way of assisting workers to return to work and controlling the compensation costs for an employer. An injury management program documents the procedures that staff should follow when and after an injury occurs, and outline how the worker’s safe return to work can be facilitated. They should include:
If an injured worker cannot safely or practically return to their pre-injury tasks or duties, it is the responsibility of the employer to identify alternative tasks, duties or working arrangements. These are referred to as “suitable duties” and take into account the physical and psychological capacities and restrictions of the worker, any training required and a schedule for the duties to be performed.
The Rehabilitation and Return to Work Coordinator is responsible for developing a suitable duties plan for the worker. If no suitable duties are able to be identified in a workplace, the employer should contact the insurer to discuss the possibility of the worker using their skills and abilities at a different workplace while they recover. This is known as “host employment”.
Gain the knowledge, skills and tools you need to manage a rehabilitation and return-to-work program and to work within a community rehabilitation environment with return to work coordinator training such as our Certificate of Rehabilitation and Return to Work Programming.
Business executives essentially assist with the operation and growth of organisations, however roles can vary dramatically depending on the company and sector. They can range from CEO-level executives and department managers to project managers and even small business operators. A few of the most common business executive roles include:
People in these roles typically perform key HR functions including recruitment, performance and compensation management, and training and career development. This is often in the context of evolving workforce expectations, dynamic work places and shifting government priorities. They also understand the strategic contributions staff can make with effective management, and provide recommendations for implementing organisational change.
This role typically involves managing the output of a new system, object, structure or process, and the development of the Project Brief and Business Case in terms of industry “best practice”. PM executives may also authorise expenditure levels, manage cost or timing changes, ensure risk is tracked and mitigated or resolved, oversee a project’s quality and outcome, and deal with communications and stakeholder engagement.
The duties of employees in these roles often depend on the number of staff in the organisation. In smaller companies they may oversee managers in multiple areas, and in larger organisations may direct one specific area such as finance, procurement or marketing. They are often involved in some way in administration, coaching and mentoring and change management. Many also develop business networks with people outside the organisation including clients, suppliers and/or customers.
Small businesses employ over 44 per cent of Australia’s workforce in sectors ranging from the hospitality and marketing industries to the fitness, manufacturing, retail and design sectors (and everything in between)! They typically handle a range of responsibilities from creating business plans, arranging financing and reviewing sales to developing marketing strategies, employing staff and identifying future business opportunities.
Professional development in your career — including business executive development — isn’t something that’s achieved overnight. It is a work in progress and should be something you prioritise throughout your working life. Your career development is also unique to you and there is no singular or “ideal” path. However, there are a number of traditional markers of success, including excelling in a performance review, getting a promotion and/or securing a pay rise.
Professional development requires planning and the execution of tangible strategies that will not only increase your success rate, but also help you manage the more challenging moments in your career. You should always be guided by a plan that incorporate the three A’s – goals should be adaptable, ambitious and achievable. Your development should also include strategies that detail what you want to achieve and the experience, skills and people required to get you there. The success of your plan and your ability to progress will hinge on being able to seize opportunities as they arise, even if they come as a surprise! Ways you can enhance your career include:
Being an asset in every job role you have over your career will enable you to maximise job satisfaction and ensure you learn as much as possible. It also keeps you open to any opportunities that might arise, both financially and from a business executive development perspective. Some strategies to consider include:
Professional development and career progression doesn’t necessarily have to be provided by your employer or during work hours. Looking outside your organisation for ways to drive your career forward is part of proactively seizing opportunities. It can also diversify the knowledge and experiences you are exposed to which will help expand your capabilities. Positive external influences that will enhance your career include:
Making mistakes is a critical part of the professional development process. And while it sometimes feels like they are slowing down your career advancement, they can optimise your professional career life. If you manage them professionally and diplomatically, it will show your managers, colleagues and your organisation’s stakeholders that you are flexible, resilient and focused on the best possible outcomes. Ways you can effectively learn and move forward from mistakes include:
When you commit to business executive development and progressing your career, your efforts won’t go unnoticed! You will be seen as a committed, proactive achiever and someone with direction and ambition. It could also result in positive feedback, great references, a fabulous reputation, a promotion and/or pay rise and even industry recognition. Working consistently on your career progression will also provide you with flexibility and options if you decide to apply your skills in a different role or company.
Professional development doesn’t just benefit employees. It can deliver a great return for businesses as a whole as well. Savvy organisations invest in staff development and ensure that programs are aligned to their company’s goals so that employees gain the required skills and expertise necessary to deliver on the needs of the business. Business executive development can help:
